A study on the impact of implementation of (2)
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This document outlines a study on the impact of implementing total quality management (TQM) in a Malaysian engineering firm. The study aims to examine the feasibility and effects of implementing various TQM soft factors, including process improvement, employee empowerment, and committed leadership. It also seeks to identify the top and least implemented soft factors. The researcher proposes a framework to evaluate the correlation between TQM implementation levels and company productivity measures.
A study on the impact of implementation of (2)
- 1. A study on the impact of implementation of TQM in Malaysia Engineering Firm. Chan Chee Mang TP021569 BM040-3-2-RESM Lecturer: Benjamin Chan Yin Fah 13/10/2011 1
- 2. Introduction Subject • Starting from 1980s, TQM (Total Quality Management)- a new concept evolved and was strongly influenced by Japanese manufacturers. • TQM has positive effects on a firm’s performance and productivity through the involvement of all levels of the organisation. • For past 20 years, quite number of authors focused on the TQM soft factors and its dimension. • TQM is not only a program but a way of business management-comprehensive management philosophy which provides continuous improvement to all organisation’s functions. 13/10/2011 2
- 3. Introduction Cont. Object • Critical success of implementation of TQM soft factors in an engineering firm-process improvement, zero defect mentality, employee empowerment, open organisation, increased training, benchmarking, closer supplier relationship, closer customer relationship, adoption and communication, committed leadership. 13/10/2011 (Powell, 1995) 3
- 4. Introduction Cont. Linkage • Examine a comprehensive framework for TQM soft factors. The proposed TQM model for an engineering firm located in Malaysia. • Explore the positive correlation between the degree of implementation of TQM basing on quality practices that implemented and corresponding productivity index. • Introduction of soft factor elements which affect the TQM implementation whereby to prioritise the factors with interrelationships. 13/10/2011 4
- 5. Problem Statement TQM as a managerial philosophy that become a need for any organisation to outperform over competitors. Is the implementation of TQM has a positive effects on engineering firm’s productivity? 13/10/2011 5
- 6. Research Objectives • To examine the feasibility of implementing TQM in an organisation. • To determine the level of soft factors. • To identify the positivity or negativity correlation of the 10 Soft factors with the Respondent demographic factors. • To identify the Top 3 implemented Soft Factors and the least 3. 13/10/2011 6
- 7. Research Hypothesis H1. Process Improvement has a positive correlation on firm’s productivity. H2. Zero Defect Mentality has a positive correlation on firm’s productivity. H3. Employee Empowerment has a positive correlation on firm’s productivity. H4. Open Organisation has a positive correlation on firm’s productivity. H5. Increased Training has a positive correlation on firm’s productivity. H6. Benchmarking has a positive correlation on firm’s productivity. H7. Closer Supplier Relationship has a positive correlation on firm’s productivity. H8. Closer Customer Relationship has a positive correlation on firm’s productivity. H9. Adoption and Communication has a positive correlation on firm’s productivity. H10. Committed Leadership has a positive correlation on firm’s productivity. 13/10/2011 7
- 8. Significance of study • Clearly showing the correlation of soft factors implemented in firm. • The imply of the soft factors. • Training is not much correlated to other factors. • Leadership has the highest value among the soft factors. • The addressed factors have been designed and distributed in organisation as the enablers of improving effectiveness of TQM. 13/10/2011 8
- 9. Limitation of Study The proposed framework is • Costly and • Time consuming due to large number of questions hold. • Possibility in which these subdivisions do not have the same relative importance weight. • Limits to one company only. (findings should not be generalised) 13/10/2011 9
- 10. Terminology Definition Terms Conceptual Operational Committed Leadership Successful implementation of TQM requires effective changes in an organisation’s culture and it is somehow impossible without management leadership (Ho et al., 1999). Adoption and Communication plays a vital role in efficient producing high quality Communication products (Schloss, 2003). Closer Customer For continuous improvement, customer requirements must be consistently Relationship measured and satisfied. The firm should be organised to obtain the needed customer database, and reliable comments on product or service quality levels (Forza & Filippini, 1998). Benchmarking Benchmarking is a continuous process of comparing an organisation’s products, services, and processes against those of its best competitors or industry leaders (Ghobadian & Woo, 1996). Increased Training Training of employees is crucial for building the human capital of the organisation (Black and Porter, 1996) Open Organisation Also known as teamwork. Teams should have authority to implement the changes and motivate employees to involve in the processes (Gonzalez- 13/10/2011 Benito & Martin-Lorente, 1999) 10
- 11. Terminology Definition Cont. Terms Conceptual Operational Employee Empowerment is an integral part of any successful Empowerment quality improvement process which helps employees to make decisions about their own work and environment (McQuater et al., 1995) Zero-Defect Quality programs should measure the percentage or Mentality the number of parts that deviate from acceptable items in order to prevent the recurrence of a defect (Motwani, 2001). Process The key aspect in TQM programs (Sinclair & Zairi, Improvement 1995). The reduction or elimination of variance (Deming, 1986). 13/10/2011 11
- 12. Research Framework Respondent Profile Age Tenure in present 10 Soft Factors occupation Process Improvement Education level Zero Defect Mentality Gender Employee Empowerment Specialisation Field Open Organisation Company annual Manager Status Increased Training report 2010 Benchmarking Ratio of total annual Closer Supplier Company Profile output out of total Relationship History & annual cost. Adoption and Background Communication Involvement of Closer Customer Industry Relationship Market Scope/Work Committed Leadership scope (PESTLE) Input Throughput Output 13/10/2011 12
- 13. Organisation of study • Chapter 1 Description of the various contents in which the problem statement and objective. • Chapter2 Literature review Independent Variables and Dependent Variables. • Chapter3 Research design and data analysis • Chapter 4 Result of the study. • Chapter5 Conclusion, implications, limitations and recommendations. 13/10/2011 13
- 14. Thank you for listening. 13/10/2011 14